Abstract
This study assesses the sustainability of the KALIPI program in Iligan and Cagayan de Oro cities, employing a triangulation method encompassing both quantitative and qualitative approaches. Key informants, including leaders, members, and focal persons, were interviewed using a structured schedule, and data were analyzed using descriptive statistics and thematic approaches. Findings reveal that respondents, predominantly aged 40-49 with an average of four children and an average household size of five, are primarily plain housewives reliant on their husbands' income, typically below P10,000 per month. While below the economic threshold, they are not 4Ps members but are on the waitlist. The KALIPI program is viewed as vital for social empowerment and economic enhancement, focusing mainly on social and economic pillars, with environmental activities being less prioritized. Respondents were initially drawn to KALIPI for its livelihood projects and profit-sharing opportunities. Over time, they recognized KALIPI's broader role in their development as women, finding solace and expression in their meetings. The study underscores the need for greater emphasis on environmental aspects within KALIPI programs to achieve sustainability. Effective organizational leadership, regular meetings, suitable venues, funding strategies, and member consultations are crucial for sustained membership and an active organization. Respondents propose additional programs and activities and suggest ways to enhance program success. In terms of program monitoring and evaluation, regular visits by the KALIPI focal person during monthly meetings were emphasized, highlighting the necessity for consistent monitoring and evaluation to prevent organizational inactivity. The theory of change and robust monitoring and evaluation mechanisms are deemed essential for informed decision-making and tracking organizational transformations. Furthermore, this study identified gaps in the recruitment of new members, the frequency of focal person visits, and the lack of consistent focal person appointments, urging the need for clear guidelines and permanent designations to ensure effective program management and sustainability.
